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G. S. Balakrishnan

I READ somewhere that modern managers have much to learn from medieval kings who wielded absolute power over their subjects. Not that they were free from vexing problems. It had also been stated that "medieval" and "modern" are not rigid terms. The medieval mind stood for a typical attitude, chunks of which still persist. So one need not be unduly apprehensive of the erosion of present day values if the so-called medieval ideas are exploited to boost the company or corporate image.

The medieval king's almost unquestioned authority over his subjects owed much to an efficient information system which brought to his notice matters great and small. Today's grapevine is a diluted version of the ancient espionage system. The reliance of police on informants to unravel crime is only a relic of a bygone age. Since the arthasastra credits women with greater astuteness, companies can go in for "women feelers" who will imperceptibly study the pulse of the employees and report to the management any serious grouse or grievance threatening to blow up. Unlike the unimaginative kings who awarded punishments to spies who misled them, companies can give formal training in the art of gathering information.

A sense of security is a sine qua non for efficient administration. The medieval kings lived in perpetual fear of their rivals within the court and outside, and so went to the extent of employing testers and tasters in the royal kitchen. The modern manager has also to exercise some caution, as he is likely to be surrounded by black sheep.

Instead of plunging headlong into unknown depths with revolutionary plans and ideas, managers should exercise restraint by seeking the advice of a brains trust consisting of seasoned administrators, specialists, generalists and a cross section of employees.

Putting up a democratic facade — especially if sincere — will help in getting better cooperation.

While the medieval king's bell of justice, accessible even to aggrieved cows, cannot be revived, a grievance cell with adequate representation will be a good substitute.

Without any protocol, even employees holding low positions should have access to the top brass. This will be a morale booster and add to the company's image.

Timely warnings and wise counsel for the king came from the court fool or vidushaka who judiciously mixed wit with wisdom. Companies can recruit secretaries with a keen sense of humour and capable of lateral thinking when logic fails. Like the legendary Tenali Rama and Birbal, they can reduce the heat in discussions with their scintillating sallies.

Disguise and incognito visits are out of tune in today's context. But the boss can disguise his opinions and encourage others to speak frankly and fearlessly.

While cent per cent transparency may be a good ideal, any boss, to be successful, will have to wear a mask occasionally and withhold facts. This cannot be described as lack of rectitude or chicanery.

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